The results of the questionnaire are integral satisfaction with work. Integral satisfaction with work activity (Yu. Bartashev). The relationship between motivation and job satisfaction

In this work, the following methods were used: satisfaction with work in the organization was studied by means of the test: Integral satisfaction with the work of the authors: Fetiskin N.P., Kozlov V.V., Manuilov G.M.. Also, the work will identify the main types of staff motivation in this organizations, according to the theory of V. Gerchikov ..

The test "Integral satisfaction with work" is based on a model of behavior, as a result of which experts described twelve factors motivating a person to work. These are factors such as: the need for clear structuring of work, the need for good working conditions, the need for social contacts, the need for long-term and stable relationships, the need to win claims from other people, the need for high wages, the need to set difficult goals, the need for influence and power, the need for variety and change, the need to be creative, the need for improvement and personal growth, the need for a sense of being in demand.

The test, according to the theory of Vladimir Gerchikov, is necessary to determine the type of motivation of bank employees. The result of the test will be the predominant type of motivation of each employee in the organization, as well as the ability to identify the main type among all personnel. It is known that there are practically no pure motivational types, the test determines only the prevailing type of motivation, that is, only one component of the employee's motivational profile. According to V. Gerchikov, each employee, to one degree or another, combines the following types of motivation: instrumental, professional, patriotic, economic and lumpenized. For each motivational type, there is an optimal set of incentives, and it is useful to know this data for competently building a remuneration policy. Also, each type of activity corresponds to a certain type of work motivation, and the leader can determine whether he is hiring the right people.

To determine what type of motivation prevails in the team, scientists have developed several options for methods and tests. As the main technique, we considered the point of view of V.I. Gerchikova. He believes that it is necessary to distinguish between the types of labor motivation that exist among employees and those incentive measures that depend on the company's management. VI Gerchikov identifies five main types of motivation to work, believing that they can be combined in each person, but as a rule, one of them dominates: instrumental, professional, economic, patriotic, lumpenized.

The test questionnaire consists of 18 questions and contains such blocks as:

- socio-demographic characteristics
- The attitude of the employee to his work, work as an activity
- Employee's attitude to wages
- Employee and organization, team
- Employee and co-ownership of the organization
- The employee and his position

At the first stage, each completed questionnaire is processed and the individual motivational profile of the respondent is calculated. As a result, the structure of labor motivation of the employee interviewed for this test is obtained, expressed by coefficients (motivation indices) less than one. These coefficients must be turned into ranks (from 1 to 5), which show which types of motivation prevail in a given employee, and which are poorly represented in his motivational structure. At the second stage, we can already determine the average index of each type of motivation in the team and, thus, we will determine the dominant type of motivation, also assigning ranks to each of the types.

Figure 2 shows the types of motivation, the values of their indices and ranks.

The dominant type is the instrumental type (index - 0.32), rank 1 and in the 2nd place - the professional type. The instrumental type is characteristic of the positions held by the interviewed personnel, since loan officers were interviewed, i.e. ordinary staff. Therefore, it is necessary to build a motivation system in such a way that the forms of incentives correspond to the motivational types. Such forms can be determined from table 2, compiled by V.I. Gerchikov.

Table 2 - Correspondence of motivational types and forms of incentives

Forms of incentives	Motivational type
Instrumental	Professional
Negative	Neutral	Forbidden	Applicable	Forbidden
Cash		Applicable	Neutral	Applicable	Neutral
Natural	Applicable	Neutral	Applicable	Neutral
Moral	Forbidden	Applicable		Neutral	Neutral
Paternalism	Forbidden	Forbidden	Applicable	Forbidden
Organizational	Neutral		Neutral	Applicable	Forbidden
Participation in management	Neutral	Applicable	Applicable		Forbidden

Thus, as can be seen from Figure 1 and Table 2, the basic (main) form of staff incentives is the monetary form - wages, including all types of bonuses and allowances. The natural form of stimulation is also applicable, i.e. - buying or renting a home, providing a car. Since the 2nd place in this team is dominated by the professional type, it is necessary to take into account the organizational form of incentives - working conditions, its content and organization. Involvement in co-ownership and participation in management. Moral motivation is also applicable, i.e. certificates, awards, honors board, etc.

Such forms of motivation as paternalism - additional social and medical insurance, creation of conditions for recreation, as well as negative ones - displeasure, punishment, threat of job loss are prohibited. Such forms of incentives in this team will be useless.

Thus, after examining the types of labor motivation of loan officers of the Renaissance Credit Bank, it was found that the dominant type is instrumental. The work itself is not of any significant value for such a worker and is considered only as a source of earnings and other benefits received as remuneration for work. But he is not interested in any money, but in earnings; therefore, he will work with maximum efficiency in any job, if his work is fairly and highly (in his understanding) remuneration. Therefore, the main form of incentives is money, i.e. wages in all its manifestations, but such forms of incentives as punishments and additional benefits are absolutely useless for the employees of this bank.

Further, a study was conducted on job satisfaction in the Renaissance Credit organization in 2014 and 1015. In modern times, many methods are used to diagnose job satisfaction. We conducted a study based on a questionnaire based on the method “Integral satisfaction with work” by Fetiskin, Kozlov and Manuilov. An integrative indicator reflecting well-being - an individual's distress in the work collective, in this case in a commercial bank, is job satisfaction, which contains assessments of interest in the work performed, satisfaction with relationships between employees and with management, the level of aspirations in professional activity, satisfaction with conditions, work organization, and dr.

This technique allows you to assess not only overall satisfaction with your work, but also to assess its components. The overall and partial job satisfaction is judged by comparing the scores received with the maximum values given in the processing key. The average level of UT is determined in the 55-65% range of the total score. A low level of UT is characterized by a range of 1-54%, and a high level is above 66%.

In the course of the study "Integral satisfaction with work" by the authors: Fetiskin N.P., Kozlov V.V., Manuilov G.M., which was conducted in 2014, it was revealed that the overall satisfaction with the work of employees was 61.1%. This indicator speaks of the average level of job satisfaction (55-65%). Further, we had the opportunity to consider the level of satisfaction with work by individual components, such as interest in work, satisfaction with achievements in work, satisfaction with relationships with employees, satisfaction with relationships with management, level of aspirations in professional activities, preference for work performed to high earnings, satisfaction with working conditions, professional responsibility and general job satisfaction in general, which was mentioned above.

This histogram shows that a high level of job satisfaction in this team is manifested in such components as satisfaction with relationships with employees, satisfaction with working conditions (72.2%) and satisfaction with relations with management (70.3%).

The average level of job satisfaction is manifested in such components as professional responsibility (61.1%), interest in work and satisfaction with work achievements (59.2% and 58.3%).

It is necessary to pay attention to the low level of job satisfaction. It is expressed in the following components of job satisfaction: the level of aspirations in professional activity (52.7%) and the preference for work performed to high earnings (44.4%). Management should undoubtedly pay attention to the goals it sets for employees, since the level of aspirations is low, and, as the study shows, employees believe that the work they do should be evaluated more. Employees' earnings do not meet their expectations, and this decreases the motivation of employees.

Also, in the course of the study, we had the opportunity to rank the components of job satisfaction by their importance for employees (Figure 3). Employees are satisfied with their relationships with employees and with management, however, here it is worth paying attention to such a component as the professional responsibility of employees (6%).

Also at a low level is the preference of the work performed to high earnings and the low level of claims in professional activity.

Thus, the 2014 survey showed that in this organization, despite the average level of job satisfaction in general, the lowest component of job satisfaction was the preference for work performed to high earnings. Consequently, the main need for employees is a high reward, but in their opinion it is not being met.

To compare the results obtained, we tested the employees using the same method after one calendar year. The results were expressed in Figure 3.

According to the 2015 survey, overall employee satisfaction was 56%. This indicator also remained on the verge of the average level of job satisfaction (55-65%), however, it is 5% lower than in 2014. Consequently, overall job satisfaction in this organization declined. Perhaps the financial crisis of this year is affecting, as well as other problems in the organization. Also, in comparison with 2014, most components of labor satisfaction have decreased, these are such elements as:

- interest in work (decreased by 7.8%)
- satisfaction with relationships with employees (decreased by 20, 2%)
- satisfaction with the relationship with the management (decreased by 14.3%)
- satisfaction with working conditions (decreased by 19%)
- professional responsibility (decreased by 11%).

Consequently, a low level of job satisfaction is currently manifested in such components as, firstly, this is a preference for high earnings. This component of job satisfaction, although it improved in comparison with 2014 by 5.6%, still remains at the lowest level. Then comes the interest in work, professional responsibility, satisfaction with relationships with employees and satisfaction with working conditions. These are the main components that management needs to pay attention to when motivating staff.

A high level of job satisfaction during a survey in 2015 was revealed in such a component of job satisfaction as the level of aspirations in professional activity, that is, the level of a goal set by a person or another achievement. The level of claims can be understated, overstated, or realistic. An underestimated or overestimated level of aspirations is manifested in the choice of too easy or too difficult goals, in increased anxiety, lack of confidence in one's abilities, etc. People with a realistic level of aspirations are distinguished by self-confidence, persistence in achieving goals, greater productivity, and criticality. At the moment, most of the employees are satisfied with their level of aspirations in professional activity.

Thus, in the course of research, we found that the needs of employees directly affect job satisfaction in the organization. The survey showed that in this organization, despite the average level of job satisfaction in general, the lowest component of job satisfaction was the preference for the job performed over high earnings. Consequently, the main need for employees is a high reward, but in their opinion it is not being met. The management needs to revise the system of material incentives. Labor remuneration has the highest degree of influence on labor motivation. There are different types of payment schemes for bank employees, in addition to the official salary. In this case, you can include the following:

- Special individual rewards as recognition of the value of a particular employee. For example, bonuses for company loyalty, which are awarded to employees who have worked in the bank for a certain amount of time. This event will help avoid high turnover and retain staff in the field for longer.
- Profit sharing programs. These programs assume that the employee will receive a certain percentage of the company's profits, if such an opportunity arises.

Material payments, which depend directly or indirectly on the results of labor, acts as a weighting factor in motivation. Employees should have a clear idea of what they are being rewarded for. It is easier to make bonuses, bonuses, one-time payments dependent on the work of bank employees. But at the same time, it is necessary to take into account the frequency of payments. If bonuses are rarely paid, psychologically they cease to be regarded as a real part of income. And if bonuses are paid often, but in a small amount, then this, although it will increase job satisfaction, will not have a significant effect on motivation. Therefore, it is necessary to alternate the size and frequency of payments, taking into account the degree of responsibility and complexity of the work of bank employees.

In order to find out whether the employees' own work on the Student Television TViST satisfies, and, therefore, to find out whether the motivation is sufficient to achieve success in the activity, we used the method of determining the integral satisfaction with work. The technique is taken from the collection of Batarshev. Patrycja i Kamil - wesele w stylu boho Siedlce W? Gr? W - YouTube in Russia. | Excellent inexpensive rugged phones details.

An integrative indicator reflecting the well-being or ill-being of an individual in a work collective is satisfaction with work, which contains assessments of interest in the work performed, satisfaction with relationships with employees and management, the level of aspirations in professional activity, satisfaction with conditions, work organization, etc.

This technique allows you to assess not only overall satisfaction with your work, but also to assess its components.

Instruction. Read each of the suggested statements and rate how true it is for you. Mark the selected answers on the same sheet with a tick, circle, etc.

Questionnaire text

1.What I do at work I'm interested in:

b) in part;

In recent years, I have achieved success in my profession:

b) in part;

I have developed a good relationship with the members of our team:

b) not with everyone;

Job satisfaction is more important than high earnings:

b) in part;

The position I occupy does not match my abilities:

b) in part;

In my work, I am primarily attracted by the opportunity to learn something new:

b) not sure;

Every year I feel my professional knowledge grow:

b) not sure;

The people I work with respect me:

b) something in between;

There are often situations in life when you cannot perform the work assigned to you:

b) average;

Recently, management has repeatedly expressed satisfaction with my work:

The work that I do cannot be performed by a person with a lower qualification:

b) average;

The work process gives me pleasure:

b) average;

I am not satisfied with the organization of work in our team:

b) in part;

I often have disagreements with workmates:

b) sometimes;

I am rarely rewarded for work:

b) sometimes;

Even if I was offered a higher salary, I would not change my place of work:

b) maybe;

My immediate supervisor often does not understand or does not want to understand me:

b) sometimes;

Our team has created favorable working conditions

b) not quite;

Processing and interpretation of results

Components of job satisfaction	Assertions	Maximum score
Interest in work
Job satisfaction
Satisfaction with employee relationships
Satisfaction with the relationship with management
The level of aspirations in professional activity
Preference for work performed over high earnings
Satisfaction with working conditions
Professional responsibility
Overall job satisfaction	1, 2, 3, 4, 5, 6, 7, 7, 8, 9, 10, 11, 12, 13, 14

Appointment. An integrative indicator reflecting the well-being / ill-being of an individual in a work collective is satisfaction with work, which contains assessments of interest in the work performed, satisfaction with relationships with employees and management, the level of aspirations in professional activity, satisfaction with conditions, work organization, etc.

This technique allows you to assess not only overall satisfaction with your work, but also to assess its components.

Instruction. Read each of the suggested statements and rate how true it is for you. On a separate sheet of paper, write down the statement number and letter of your chosen answer.

Questionnaire

1. What I do at work, I'm interested in:

a) yes;

b) in part;

c) no.

2. In recent years, I have achieved success in my profession:

a) yes;

b) in part;

c) no.

3. I have a good relationship with our team members:

a) yes;

b) not with everyone;

c) no.

4. Job satisfaction is more important than high income:

a) yes;

b) not always;

c) no.

5. The official position I occupy does not correspond to my abilities:

a) yes;

b) in part;

c) no.

6. In my work, I am primarily attracted by the opportunity to learn something new:

a) yes;

b) from time to time;
c) no.

7. Every year I feel my professional knowledge grow:

a) yes;

b) not sure;

c) no.

8. The people I work with respect me:

a) yes;

b) something in between;

c) no.

9. In life, there are often situations when you cannot complete all the work assigned to you:

a) yes;

b) average;

c) no.

10. Recently, the leadership has repeatedly expressed

satisfaction with my job:

a) yes;

b) rarely;

c) no.

11. The work that I am doing cannot be performed by a person with a lower qualification:

a) yes;

b) average;

c) no.

12. The process of work gives me pleasure:

a) yes;

b) from time to time;

c) no.

13. I am not satisfied with the organization of work in our team:

a) yes;

b) not quite;

c) no.

14. I often have disagreements with workmates:

a) yes;

b) sometimes;

c) no.

15. I am rarely rewarded for work:

a) yes;

b) sometimes;

c) no.

16. Even if I was offered a higher salary, I would not change my place of work:

a) yes;

b) maybe;

c) no.

17. My immediate supervisor often does not understand or does not want to understand me:

a) yes;

b) sometimes;

c) no.

18. Our team has created favorable working conditions:

a) yes;

b) not quite;

c) no.

Answer form

Date________________

Assertions

Answer options

Assertions

Answer options

Answer form

Date_______________________

Assertions

Answer options

Assertions

Answer options

Processing and interpretation of results Key

Components of job satisfaction

Assertions

Maximum score

Interest in work

1,6,12

Job satisfaction

2.7

Satisfaction with employee relationships

3.8,14

Satisfaction with the relationship with management

10, 15, 17

The level of aspirations in professional activity

5,11

Preference for work performed over high earnings

4,16

Satisfaction with working conditions

3,18

Professional responsibility

Overall job satisfaction

1,2,3,4,5,6,7,8,9, 10,11,12,13,14,

Key decoder

To obtain an overall assessment of satisfaction with one's work and its components, it is necessary to translate the answers into points using the following table:

Assertions

Answer options

Assertions

Answer options

The judgment about the general and partial satisfaction with work (UT) is made on the basis of comparing the scores received with the maximum indicators given in the processing key.

The average level of UT is determined in the 45-55% range of the total score. A low level of UT is characterized by a range of 1-44%, and a high level is above 56%.

Motivation and job satisfaction as a psychological phenomenon, their internal relationship. Psychodiagnostic examination procedure, diagnostic results and their discussion. The presence of a relationship between the levels of job satisfaction and personal motivation.

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Ministry of Education of the Russian Federation

Russian State Vocational and Pedagogical

The university

Department of Psychology of Professional Development

Course work

On the course "Psychology of Labor"

Diagnostics of the relationship between motivation and job satisfaction of salespeople of the shop "Maximum"

(using the methods "Integral satisfaction with work" and "Diagnostics of the motivational sphere" A. Mehrabian)

Student: V. Naumshina

Group: PS-302

Lecturer: Associate Professor,

PhD in Psychology

Pavlova A.N.

Yekaterinburg 2011

1. Introduction

2.Chapter 1. Motivation and job satisfaction as a psychological phenomenon

1.1. Motivation

1.2. Job satisfaction

1.3. The relationship between motivation and job satisfaction

3.Chapter 2. "Organization and conduct of psychodiagnostic examination".

2.1 Survey site and sample

2.2. Methodology

2.3. Psychodiagnostic examination procedure

4.Chapter 3. Diagnostic results and their discussion

3.1 Psychodiagnostic conclusion about the characteristic features of the levels of job satisfaction and personal motivation in the diagnosed sample

3.2 Discussion of the question of the existence of a relationship between the levels of job satisfaction and personal motivation on the example of the surveyed sample

5. Conclusion

6. References

7. Appendix 1

Appendix 2

Appendix 3

Appendix 4

Appendix 5

motivation work satisfaction personality

Introduction

The problem of the relationship between motivation and job satisfaction has not been sufficiently studied in psychology, therefore, the diagnosis of the relationship between motivation and job satisfaction is relevant.

The subject of research in this course work is job satisfaction and the level of motivation.

In many cases, the activities of workers are so structured, their activity is so subordinate to a given rhythm, people are in such a rigid framework that all this leaves very little room for individual variations. At the same time, it can be assumed that dissatisfaction with work does not affect productivity directly, but acts first on a person's commitment to the interests of the organization, relations with colleagues and managers, and only then, indirectly, on productivity.

The main criteria for employee satisfaction with work are:

1) the level of salary - if the salary corresponds to individual financial needs and expectations;

2) the possibility of promotion - a real and objective opportunity for the employee to grow;

3) the quality of management that satisfies the employee;

4) the nature of the work - the correspondence of the individual interests and inclinations of the employee to the job profile;

5) assessment of the work collective - the attitude of colleagues to the quality of the employee's work.

D. Schultz, S. Schultz in the book "Psychology and Work" consider the behavior of the employee in relation to job satisfaction and note the following points:

1) labor productivity is higher;

2) the employee is inclined to help other employees;

3) the level of absenteeism is lower;

4) staff turnover is lower.

The totality of all indicators can show how satisfied the employee is with work, management, team, etc. Based on the results of research on job satisfaction, the employer can adjust the work activity of the organization, develop new systems of interaction with the team, business partners and other stakeholders.

Motivation, job satisfaction and wages are correlated with each other. In many ways, motivation and satisfaction depend on the degree of employee involvement in the labor process. Job involvement is a measure of an employee's identification with their job.

Involvement is understood as the perception of work as the first most important matter, acceptance and interest in the best results, the desire to improve and optimize the work process.

Motivation increases if a person is satisfied with work and the wage corresponds to his contribution to the labor process.

The object of the research is the shop assistants of the LLC “Maximum” store, 10 people (from 18 to 54 years old; the average age is 33 years).

The purpose of this work is to study the nature of the relationship between motivation and job satisfaction.

1. Theoretical analysis of motivation and job satisfaction.

2. Selection of diagnostic techniques for the program of empirical research.

3. Carrying out a diagnostic study.

4. Processing and interpretation of research results.

5. Inform the subjects of the diagnostic results.

6. Identify the relationship between motivation and job satisfaction in this sample.

Research methods and techniques:

1. The method of theoretical analysis of the available information on the problem posed.

2. The method of integral job satisfaction.

3. Questionnaire of the motivational sphere F. Mehrabian Practical psychodiagnostics. Techniques and tests. Tutorial. Ed. and comp. Raigorodsky D.Ya. Samara: Bakhrakh-M, 2001.

4. Methods of mathematical data processing.

Chapter 1. Motivation and job satisfactionas a psychological phenomenon

1.1 Motivation

Motive(lat. moveo- moving) is a material or ideal object, the achievement of which is the meaning of activity. The motive is presented to the subject in the form of specific experiences, characterized either by positive emotions from the expectation of achieving a given object, or negative ones associated with the incompleteness of the present position. Realizing the motive requires inner work. For the first time the term "motivation" was used in his article by A. Schopenhauer. Today this term is understood in different ways by different scientists. For example, motivation according to V.K. Vilyunasu is an aggregate system of processes responsible for motivation and activity. And K.K. Platonov believes that motivation, as a mental phenomenon, is a set of motives. Psychological Dictionary. / Comp. V.N. Koporulina, M.N. Smirnov.

Motive is one of the key concepts of the psychological theory of activity, developed by the leading Soviet psychologists A. N. Leontiev and S. L. Rubinstein. The simplest definition of a motive within the framework of this theory is: "A motive is an objectified need." The motive is often confused with the need and the goal, but the need is, in fact, an unconscious desire to eliminate discomfort, and the goal is the result of conscious goal-setting. For example: thirst is a need, the desire to quench thirst is a motive, and a bottle of water to which a person is drawn is the goal.

Motivation(from lat. "movere") - motivation for action; a dynamic process of a physiological and psychological plan that controls human behavior, determines its direction, organization, activity and stability; a person's ability to actively satisfy their needs.

Motivation has an intellectual basis, emotions only indirectly affect the process.

Types of motivation

Extrinsic motivation(extrinsic) - motivation not related to the content of a certain activity, but due to external circumstances in relation to the subject.

Intrinsic motivation(intrinsic) - motivation associated not with external circumstances, but with the very content of the activity. Psychological Dictionary. / Comp. V.N. Koporulina, M.N. Smirnova,.

Positive and negative motivation... Motivation based on positive incentives is called positive. Motivation based on negative incentives is called negative.

Example: the construct “if I clean up the table, I will get a candy” or “if I don’t mess around, I will get a candy” is a positive motivation. The construct “if I put things in order on the table, I will not be punished” or “if I don’t play around, then I will not be punished” is a negative motivation.

Sustainable and unsustainable motivation... Motivation is considered sustainable, which is based on the needs of the person, since it does not require additional reinforcement.

Self-affirmation motive- the desire to establish oneself in society; associated with self-esteem, ambition, pride. A person tries to prove to others that he is worth something, seeks to obtain a certain status in society, wants to be respected and appreciated. Sometimes the desire for self-affirmation is attributed to the motivation of prestige (the desire to obtain or maintain a high social status). Thus, the desire for self-affirmation, for raising one's formal and informal status, for a positive assessment of one's personality is an essential motivational factor that encourages a person to work intensively and develop.

Motive of identification with another person- the desire to be like a hero, an idol, an authoritative person (father, teacher, etc.). This motive encourages work and development. It is especially true for adolescents who try to copy the behavior of other people. The desire to be like an idol is an essential motive of behavior, under the influence of which a person develops and improves. Identification with another person leads to an increase in the energy potential of the individual due to the symbolic "borrowing" of energy from the idol (the object of identification): strength, inspiration, a desire to work and act as the hero (idol, father, etc.) did it. By identifying with the hero, the teenager becomes bolder. The presence of a model, an idol with whom young people would strive to identify themselves and whom they would try to copy, from whom they would learn to live and work, is an important condition for an effective socialization process.

The motive of power- the desire of the individual to influence people. The motivation for power (the need for power) is one of the most important driving forces behind human action. This is the desire to take a leading position in a group (team), an attempt to lead people, to define and regulate their activities. The motive of power occupies an important place in the hierarchy of motives. The actions of many people (for example, leaders of various ranks) are motivated by the motive of power. The desire to dominate and lead other people is a motive that prompts them in the process of their activities to overcome significant difficulties and make great efforts. A person works a lot not for the sake of self-development or satisfaction of his cognitive needs, but in order to gain influence on individuals or a team. A manager may not be motivated to act by the desire to benefit society as a whole or an individual team, not by a sense of responsibility, that is, not by social motives, but by the motive of power. In this case, all his actions are aimed at conquering or retaining power and constitute a threat to both the business and the structure he heads.

Procedural and substantive motives- motivation to be active by the process and content of the activity, and not by external factors. A person likes to perform this activity, to show their intellectual or physical activity. He is interested in the content of what he does. The action of other social and personal motives (power, self-affirmation, etc.) can enhance motivation, but they are not directly related to the content and process of activity, but are only external in relation to it, therefore these motives are often called external, or extrinsic. In the case of the action of procedural-meaningful motives, a person likes and induces the process and content of a certain activity to be active. For example, a person goes in for sports because he just likes to show his physical and intellectual activity (ingenuity and non-standard actions in sports are also essential factors for success). An individual is encouraged to go in for sports by procedural-meaningful motives when the process and content of the game cause satisfaction, and not factors that are not related to sports activities (money, self-affirmation, power, etc.). The meaning of activity during the actualization of procedural-meaningful motives lies in the activity itself (the process and content of the activity are the factor that prompts a person to show physical and intellectual activity).

Extreme (external) motives- such a group of motives when the motivating factors lie outside the activity. In the case of the action of extrinsic motives, it is not the content, not the process of the activity that prompts the activity, but factors that are not directly related to it (for example, prestige or material factors). Let's consider some types of extreme motives:

the motive of duty and responsibility to society, group, individuals;

motives for self-determination and self-improvement;

striving to gain the approval of other people;

striving to obtain a high social status (prestigious motivation). In the absence of interest in the activity (procedural and substantive motivation), there is a desire for those external attributes that the activity can bring - for excellent grades, for obtaining a diploma, for fame in the future;

motives for avoiding trouble and punishment (negative motivation) - motives caused by the awareness of some troubles, inconveniences that may arise in case of non-performance of the activity.

If, in the process of activity, extrinsic motives are not supported by procedural-meaningful, that is, interest in the content and process of the activity, then they will not provide the maximum effect. In the case of the action of extreme motives, it is not the activity in itself that is attractive, but only that which is associated with it (for example, prestige, fame, material well-being), and this is often not enough to induce activity.

Self-development motive- striving for self-development, self-improvement. This is an important motive that encourages the individual to work hard and develop. According to Abraham Maslow, this is the desire to fully realize their abilities and the desire to feel their competence. As a rule, it always takes a certain amount of courage to move forward. A person often clings to the past, to his achievements, peace and stability. The fear of risk and the threat of losing everything hold him back on the path of self-development. Thus, a person often seems to be "torn between the desire to move forward and the desire for self-preservation and security." On the one hand, he strives for something new, and on the other hand, the fear of danger and something unknown, the desire to avoid risk, restrain his progress. Maslow argued that development occurs when the next step forward objectively brings more joy, more inner satisfaction than previous acquisitions and victories, which have become something common and even bored. Self-development, movement forward are often accompanied by intrapersonal conflict, but are not violence against oneself. Moving forward is anticipation, anticipation of new pleasant sensations and impressions. When it is possible to actualize the motive of self-development in a person, the strength of his motivation for activity increases. Talented coaches, teachers, managers know how to use the motive of self-development, pointing out to their students (athletes, subordinates) the opportunity to develop and improve.

Motive of achievement- striving to achieve high results and excellence in activities; it manifests itself in the choice of difficult tasks and the desire to complete them. Success in any activity depends not only on abilities, skills, knowledge, but also on achievement motivation. A person with a high level of achievement motivation, striving to obtain significant results, works persistently to achieve the set goals.

The motivation for achievement (and behavior that is aimed at high results) even for the same person is not always the same and depends on the situation and the subject of activity. Someone chooses difficult problems in mathematics, and someone, on the contrary, limiting himself to modest goals in the exact sciences, chooses difficult topics in literature, striving to achieve high results in this particular area. What determines the level of motivation in each specific activity? Scientists identify four factors:

the importance of achieving success;

hope for success;

subjectively assessed probability of success;

subjective standards of achievement.

Prosocial (socially significant) motives- motives associated with the awareness of the social significance of the activity, with a sense of duty, responsibility to a group or society. In the case of the action of prosocial motives, the individual is identified with the group. A person not only considers himself a member of a certain social group, not only identifies with it, but also lives by its problems, interests and goals. A person who is motivated to act by prosocial motives is characterized by normativity, loyalty to group standards, recognition and protection of group values, and the desire to realize group goals. Responsible people, as a rule, are more active, more often and more conscientiously perform professional duties. They believe that the common cause depends on their work and efforts. It is quite important for a manager to actualize the corporate spirit among his subordinates, since it is impossible to achieve success without identification with the group (firm), namely, with its values, interests, goals. A public figure (politician) who identifies with his country more than others and lives by its problems and interests, will be more active in his activities, will do everything possible for the prosperity of the state. Thus, prosocial motives associated with identification with the group, a sense of duty and responsibility are important in motivating a person to take action. Actualization of these motives in the subject of activity can cause his activity in achieving socially significant goals.

Affiliation motive(from the English. affiliation- accession) - the desire to establish or maintain relationships with other people, the desire to contact and communicate with them. The essence of affiliation is the intrinsic value of communication. Affiliate communication is a communication that brings satisfaction, captures, and likes a person. The individual, however, can communicate also because he is trying to settle his affairs, to establish useful contacts with the necessary people. In this case, communication is prompted by other motives, is a means of satisfying other needs of the individual and has nothing to do with affiliation motivation. The goal of affiliate communication can be to seek love (or, at any rate, sympathy) from the communication partner.

Negative motivation- motives caused by the awareness of possible troubles, inconveniences, punishments that may follow in case of non-performance of the activity. For example, a schoolchild may be prompted to study by the demands and threats of parents, fear of receiving unsatisfactory grades. Learning under the influence of such a motive takes on the character of a protective action and is compulsory. In the case of negative motivation, a person is prompted to activity by fear of possible troubles or punishment and the desire to avoid them. He reasons like this: "If I do not do this, then troubles await me." This is what prompts you to act under the influence of negative motivation. Gordeeva T.O. Motivation for achievement: theories, research, problems. Modern psychology of motivation. / Ed. D.A. Leontieva.

1.2 Job satisfaction

Job satisfaction- an emotionally colored evaluative idea of the subject of activity about the result of his labor activity, about the process of work itself and the external conditions in which it is carried out.

Within the framework of modern psychological science, the two-factor "motivational-hygienic" theory of work satisfaction by F. Herzberger is generally accepted and generally recognized as the most heuristic and interpretive resource in this area. Conditionally designated as motivational criteria include the actual meaningful characteristics of work, the success and achievements of an individual or a group in work, prospects of qualification and professional, including career growth, recognition from the social environment, in particular, indicators of a prestigious and "image" character Ermolaeva M.V., Okhotenko R.V. The problem of job satisfaction from the point of view of the subjective approach // Psychology of maturity and aging. 2009. No. 1. S. 5-17. 12. Zankovsky A.N. ...

The hygienic criteria conventionally referred to as improving include ergonomic working conditions, the level of material remuneration, leadership style, the nature of interpersonal relations in the work collective. It should be specially noted that job satisfaction, as a rule, increases with the optimization of "motivational" factors. In the case of "hygienic" indicators, dissatisfaction with work most often decreases, but the indicator of job satisfaction does not always change. At the same time, it is clear that the rigid division of factors influencing the degree of job satisfaction into "motivational" and "hygienic" is rather arbitrary, since in a number of cases it is "hygienic" factors that act as motivational the whole.

In addition, it is necessary to specifically stipulate the fact that in groups of different levels of socio-psychological development, the "share" of various factors of job satisfaction also differs. So, for example, in groups of a high level of development, the "motivational" component and such an indicator as the "system of relationships", in the theory of F. Herzberger included in the list of "hygienic" factors, as a rule, are of decisive importance for a positive subjective vision and assessment of one's work activities, while for groups of a low level of development, such indicators as wages and ergonomic working conditions often become decisive.

Job satisfaction, as shown by numerous studies, acts as a serious component of the socio-psychological climate in the team, being both an essential basis for the formation and implementation of a positive psychological atmosphere in the group, and at the same time a consequence of established positive relationships between employees. As for the effectiveness of activity, for an adequate assessment of this paramount parameter of the social activity of an individual and a group, taking into account such a subjective factor as job satisfaction is a necessary condition.

In the process of operationalizing F. Herzberg's theory, organizational psychologists J. Hackman and J. Oldham identified five basic factors that, from their point of view, are necessary for the work to be perceived by the employees of the organization as meaningful, interesting and satisfying. These include:

1. Variety of skills. More meaningful are those jobs for which many, rather than one or several, different skills are required.

2. Identity of the task. Works that make up a coherent whole are more meaningful than works that are only a fraction of the whole work.

3. The importance of the assignment. Jobs that are important to other people are more meaningful than unimportant jobs.

4. Autonomy. Jobs in which a person can exercise independence, enjoy freedom, and make decisions about how the job is done is more meaningful than jobs that do not provide such opportunities.

5. Feedback related to work. Jobs that include feedback on how the employee does their job are more meaningful than jobs without feedback. "

And yet, the results of fifteen years of research by F. Herzberg and his colleagues do not allow to draw a clear line between hygienic and motivating factors. This partial verification is typical for all so-called dispositional theories of labor motivation. Traditionally, A. Maslow's hierarchical model of needs, S. Alderfer's ERG theory and D. McKelland's theory of needs for achievements are traditionally referred to this group of approaches that describe the structure of labor motivation and the conditions for job satisfaction.

S. Alderfer's theory, in essence, is a modification of A. Maslow's hierarchical model: E), relationships with other people (relatedness - R) and growth (growth - G) ... According to the ERG theory, if efforts aimed at meeting the needs of any level constantly lead to frustration, then a person can regress. .. to behavior that satisfies more specific needs. An employee who is unable to meet the needs for personal growth within the framework of his work activity may stop at doing his job only as much as necessary so as not to lose his place and satisfy social needs (the need for communication), that is, the needs of a lower level. " The main difference of this approach from A. Maslow's hierarchical model is the rejection of rigid ranking of needs. At the same time, it is clear that the level of job satisfaction within the framework of S. Alderfer's theory directly depends on the breadth of the spectrum of needs that can be realized within the framework of work.

It must be said that the ERG theory, like all other dispositional theories of motivation, has not received an exhaustive empirical confirmation. However, the general advantage of these approaches is their simplicity and a high degree of adaptability to solving practical problems in the specific conditions of a particular organization.

If all dispositional theories in one way or another proceed from the presence of certain needs in the individual, which in the classical interpretation of A. Maslow are innate, can be quite abstract, irrational and not always conscious, then cognitive theories of labor motivation proceed from the fact that motivation is always "... a conscious choice based on a complex decision-making process that compares options, weighs costs and benefits, and estimates the likelihood of achieving desired results." Therefore, satisfaction with work in the framework of cognitive approaches ultimately depends on the correspondence of the real result of activity to the expectations of the individual. However, each of these approaches has its own nuances.

The theory of general expectations was developed in the late 60s. last century on the basis of research by a large group of organizational psychologists, in particular, V. Vroom, J. Campbell, L. Porter, I. Lawler, etc. his labor activity, and ultimately the results of labor activity and the degree of satisfaction with it. These include: expectation of a certain level of work performance depending on the effort, expectation of a result depending on the level of work performance, tooling and value.

Kalmakan Ya.A., Patrushev V.D. Job satisfaction as a socio-economic phenomenon and category, // Social reserves of increasing production efficiency. - M., 1987.

Expecting a certain level of performance based on effort ... reflects the belief that effort will lead to the achievement of a desired level of performance. ... This probability is highly dependent on a person's assessment of their own skills and knowledge about the job, on the expectations of others, as well as on peer support and the favorable influence of working conditions and other environmental variables.

Expectation of the result depending on the level of performance. This probabilistic concept, similar to the previous one, reflects the belief that certain direct results (or first-level results) will follow the completion of the work - from pay increases, promotions and a sense of achievement to recognition, increased workload and longer hours. ... ...

Instrumentality is the usefulness of a certain behavior or result in terms of achieving some other meaningful goal; this variable reflects the belief that there is a connection between behavior ... and the achievement of this goal ... direct results (first level) of labor behavior ... Value. A certain value is attributed to the results of the first and second levels (sometimes it is called valence) - this is a variable that reflects the degree of attractiveness of the results for a person. The increase in wages (the first level result), which results from the promotion, can have a high positive value, because it is instrumental in achieving the results of the second level, which are positively assessed by the employee, for example, a higher standard of living. "

Although, as already noted, the theory of general expectations is based on completely different methodological premises than dispositional theories, it is easy to notice certain parallels, in particular, the two-level structure of expected results of activity, which are obviously related to the hierarchy of human needs. On the whole, this approach seems to be rather complicated and eclectic, which significantly complicates its practical use. Moreover, as L. Jewell notes, although "many hypotheses based on the theory of general expectations have been confirmed in various studies, ... the proof of the correctness of this model as a whole has not been obtained."

The theory of justice by J. Adams seems to be much more convenient from a practical point of view in assessing the degree of job satisfaction. According to this concept, “people compare the ratio between what they get in their work situation (their results) and the effort expended on it (their investments) with the ratio of the results and investments of other people. The results include wages, status and job level The most significant investments are ... skills, knowledge, experience, work experience and education. " According to the theory of justice, job satisfaction will be high if the individual result / effort ratio is equal or slightly higher than the average value for the given type of activity. It is quite obvious that satisfaction drops sharply if this ratio is below average - this situation is perceived as a clear injustice. However, as a number of studies have shown, job satisfaction often decreases even in cases where this ratio is significantly higher than the average. In such cases, many individuals feel guilty and seek to get rid of it by increasing their contribution to work, thereby correcting the revealed injustice.

The main disadvantage of the theory of justice is that within its framework it is significantly limited, and in a number of cases it is simply impossible to take into account such factors that determine job satisfaction as the system of interpersonal relations, the status-role position of the individual in the informal group structure, etc.

To date, organizational psychology has accumulated a huge array of data related to the problem of job satisfaction. Their analysis revealed a number of interesting patterns.

In particular, it was found "... that throughout the entire period of a person's labor activity, his job satisfaction changes both upward and downward. In the age group from 20 to 30 years old, job satisfaction decreases as There is a discrepancy between the ideals and realities of work in a certain position (“shock when faced with reality.”) As a person adapts to these realities and achieves certain professional goals, his satisfaction gradually increases, it peaks at about the age of 40. this period is followed by a 'mid-career crisis', which usually occurs between the ages of 45 and 50. After this crisis is resolved, the level of satisfaction rises again, but begins to fall again when the person prepares for retirement ('pre-retirement age'). "

Another large block of research was aimed at identifying the relationship between job satisfaction and the quality of its performance. Contrary to expectations, a number of studies have not directly confirmed the assumption that satisfaction leads to better job performance. Such results may be explained by the fact that job satisfaction is largely a subjective characteristic, largely dependent on the personality characteristics of the individual.

In recent years, a point of view has been formed in psychology according to which job satisfaction is mediated, first of all, not by objective environmental parameters, but by the general inclination of a particular individual to "positive affectivity" (positive perception of the world - to put it simply, to optimism), or to "negative affectivity "(negative perception, or pessimism). As L. Jewell reports, "there is now a lot of evidence to support the existence of a positive correlation between ratings of positive affectivity and greater job satisfaction."

A practical social psychologist, when fulfilling his professional tasks, must clearly take into account the degree of satisfaction with the work of both the group as a whole and each of its members individually, since, without knowing this picture in full, he will not be able to adequately stimulate the pro-social activity of the community. nor to predict the processes of group formation and personal development in it.

1.3 Relationship between motivation and job satisfaction

The most important component of professional motivation is the degree of employee satisfaction with their professional activities (The professional activity of a municipal employee is not limited only to the performance of individual functions. etc.).

Job satisfaction is an expression of his general attitude towards his job. On the other hand, as already noted, it is possible to assess the state of the socio-psychological climate in an organization by such an important indicator as satisfaction-dissatisfaction of personnel with the main parameters of their professional activities and relationships with their closest environment (colleagues and management). It has been empirically proven that high satisfaction with one's professional activity has a positive effect on the work of personnel, improves their attitude to work and organization, contributes to the growth of labor and executive discipline and an increase in labor productivity. At the same time, it cannot be argued that a higher level of satisfaction automatically leads to higher professional results. High satisfaction for some categories of workers may be accompanied by low levels of productivity.

Thus, it can be argued that among the most important factors of job satisfaction are fair remuneration, creative work, favorable conditions and peer support.

So, satisfaction with professional activity is an important characteristic of the effective functioning of a modern organization, which largely determines the quality of the final result. There are the following signs of high employee motivation:

The specialist reliably, with a high level of dedication and dedication, performs his job duties;

He is willing to put in extra effort, such as overtime work;

Demonstrates job satisfaction, does not express an intention to change jobs;

He is inclined to show initiative and responsive to innovative events.

The essence and main content of personnel management is to create their high motivation. We can talk about the creation by the head of a system of psychological conditions, that is, such objective circumstances of joint activity, which, together with material conditions, are necessary for the emergence of personal efforts of the employee for self-improvement and self-realization.

The psychological mechanism of the emergence of high professional motivation and the creation of a favorable socio-psychological climate is to experience the likelihood of satisfying all basic, and above all social, individual needs. When work becomes a way of manifesting the potential of an employee, a sphere of his self-actualization and creativity, then the result will be significant professional growth and high self-satisfaction Milman V.E. Work motivation and job satisfaction. // Psychological journal. - 1985. - No. 5..

The role of different motivators of professional activity significantly depends on the current social relations, the activity (profession) performed, the orientation of the individual (interest in the profession), gender differences in the subjects of professional activity.

Such motivators can be:

The prestige of the profession;

Opportunity for career advancement and professional development;

Earning opportunity;

Establishing favorable relationships with managers and work colleagues;

The degree of job security.

The first four motives constitute the “motivational core” of the personality, which determines the direction and activity of labor. The strength of the motive depends on the degree of tension and the significance of the need, and therefore this list is not a hierarchy of motives for labor activity, but their complex. External motives (incentives) pass through the system of needs and value orientations of employees and, as a result, become the stimuli of their professional activity - motives.

The last two motives reflect the state of the socio-psychological climate (SPC). One of the main indicators of the nature of the SPK is the satisfaction of employees with some parameters of their professional activities, as well as satisfaction with relationships with partners in professional interaction.

Human behavior in the labor process determines the complex interaction of external and internal factors. The most significant external factors are such production factors as the possibility of creativity in the process of activity; Labour Organization; sanitary and hygienic conditions; the amount of wages; the prestige of the profession; the possibility of professional development, etc.

The manager must take into account that there is a certain dependence in the change in the role of motivational factors with an increase in the length of service of employees. For young employees (under 30), the most important determinants of job satisfaction were job opportunities and job diversity. It was found that with age, the role of sanitary and hygienic working conditions increases, the employee becomes more sensitive to the lack of comfort.

Empirically proved the great importance for men of the content and social value of work, its diversity, the availability of creative opportunities. They are more aware of the social significance of their work. For women, the most important are relationships in the team, working conditions, and the size of wages.

The essence of the process of purposeful development of professional motivation and improvement and satisfaction with work in the conditions of modern professional activity is a systematic positive change in the attitude of the employee to the administration, increasing the efficiency of their interactions and increasing the self-perception and self-attitude of the employee.

The most common and effective methods for increasing professional motivation and job satisfaction are:

a) material incentive programs;

b) target management;

c) enrichment of labor (that is, redesigning the organizational structure, as well as the tasks and functions of employees in order to increase their motivation and job satisfaction).

It can be assumed that the management of the system of motivation and and job satisfaction in the organization is both an economic problem. (an effective motivation system allows you to increase the economic performance of an organization, satisfy the economic needs of its members, and a psychological problem, since ideals, aspirations, needs for achievement and self-expression of participants must be taken into account in its construction).

To ensure the optimal functioning of the organization, management needs to ensure effective professional performance of personnel. To do this, it is necessary not only to ensure the functional load of employees and create the necessary conditions for them, but also to make them want to work energetically, to perform those actions that bring the organization closer to achieving its goals. In this regard, the management of the organization must perform a very important function - creating conditions for motivating employees and implementing it in practice. By identifying the conditions in which the organization will function most effectively, it is possible thereby to purposefully influence the professional motivation of employees.

External factors that mediate employee motivation and improve job satisfaction, perform the following functions:

The function of stimulating creative activity;

The function of demonstrating a positive attitude of management towards high results;

The function of promoting achievements among the personnel of the organization;

The function of raising the morale of employees, as well as their business spirit;

The function of enhancing the effectiveness of the stimulation process itself.

There are also other ways of influencing the labor motivation of staff. We are talking, in particular, about the social and psychological methods of managing the motivation of workers, that is, methods of influencing and transforming the motives of the individual in the field of professional activity Milman V.E. Work motivation and job satisfaction. // Psychological journal. - 1985. - No. 5..

It is believed that in activities that arouse deep interest and creativity, professional experience and skill are intensively developed. Thus, motivation based on interest is the essence of a responsible and proactive attitude towards activities. In this regard, the purposeful work of the head to enrich the content of the work of his subordinates by changing the types of work, a variety of professional tasks will clearly contribute to an increase in the professional motivation of personnel. The motive of interest appears, as a rule, in the form of interest in the process of labor activity and in the form of a motive for the result of the activity. It is believed that the more stable and reliable motive focused on the results of activities, and the motive, aimed at the process of activity, can be used to increase the initiative of employees. Orientation in motivation for the result of the activity is more consistent with the objective goal of the activity. Motivation focused on the process of activity is less stable, because the goal here is precisely the ways and methods of performing the activity and the satisfaction that a person experiences from the process of activity itself, and this is not reliable enough to be the only motive for which it would be possible to rely on in order to increase the initiative and responsibility of the individual.

In addition to motives associated with initiative and responsibility, they highlight the motive for achieving success in their own activities. Its peculiarity lies in the fact that the result and process of activity appear for the individual exclusively as subjectively significant, sometimes not oriented towards socially useful value (The behavior of an employee in this case can be proactive, but irresponsible, and both the result and the process act for the individual only as indicators of a person's own personal achievements.In addition, the behavior of an employee, due to the motivation for achieving success, may in certain situations conflict with the goals and objectives of a group of colleagues, since activities in the organization act as collective activity, then the essence of employee interactions is to obtain a joint result. But an employee with a motivation to achieve success will be focused primarily on personal achievement, and not on a group result. Consequently, the main control action should be carried out in such a direction that socially useful activities, professional activities in a team become a certain area of personal achievements of employees).

It is highly desirable for a leader to strengthen the relationship between employee satisfaction with their activities and productivity in the organization. It is believed that the less positive this relationship, the less effective the organization is. It has been empirically found that job dissatisfaction increases staff turnover and reduces the level of labor discipline. Although in the conditions of market competition, the employee is more “tied” to his organization.

From the point of view of personality psychology, the state of job satisfaction can be interpreted in different ways. So, this state may be a consequence of the employee's aspirations for vigorous activity, more complete self-expression, which is achieved in the process of work. But sometimes it also stems from primitive interests, low demands of the individual. On the other hand, the state of employee dissatisfaction can, under certain conditions, induce him to search, creativity, under other conditions it is a consequence of the collision of a high level of personality claims with very insignificant opportunities for their implementation. Naumova N.F., Slyusarsky M.A. Job satisfaction and some personality characteristics // Sotsis. Issue 3. 1970..

Chapter 2. "Organization and conduct of psychodesand diagnostic examination "

2.1 Place prsurvey conduct and sampling

The survey of the sellers was carried out in the grocery store of LLC “Maximum”. LLC "Maximum" grocery store located at 133 Bisertskaya Street.

The survey was carried out from 09.10.2010 to 15.10.2010.

Sample: 10 people (from 18 to 54 years old; average age - 33 years), 10 women sellers took part in the diagnosis. All surveyed are employees of a grocery store LLC "Maximum".

2.2 Techniques

In the course work, the methodology "Integral satisfaction with work" and the methodology "Diagnostics of the motivational sphere" by A. Mehrabian were used.

To study the level of job satisfaction, the method “Integral job satisfaction” was used. An integrative indicator reflecting the well-being / ill-being of an individual in a work collective is satisfaction with work, which contains assessments of interest in the work performed, satisfaction with relationships with employees and management, the level of aspirations in professional activity, satisfaction with conditions, work organization, etc. This technique allows you to evaluate not only overall satisfaction with their work, but also to evaluate its components.

To study the motivational sphere, the methodology of A. Mehrabian was used. Motivation for achievement, according to G. Murray, is expressed in the need to overcome obstacles and achieve high performance in work, self-improvement, compete with others and get ahead of them, realize their talents and thereby increase self-esteem. This test is designed to diagnose two personality motives - striving for success and avoiding failure. It turns out which of the two motives is dominant in a person. The test has two forms - male (a) and female (b).

2.3 Psychodiagnosistechnical examination procedure

The diagnostic examination was carried out in the grocery store of LLC "Maximum". The survey was carried out from 15:00 to 17:00. The motivation of the subjects was aimed at turning the subjects to the desire to expand their understanding of themselves.

Methodology "Integral satisfaction with work".

Scales: interest in work, satisfaction with achievements in work, satisfaction with relationships with employees, satisfaction with relationships with management, level of aspirations in professional activities, preference for work performed to high earnings, satisfaction with working conditions, professional responsibility, general satisfaction with work.

Test instructions. Read each of the suggested statements and rate how true it is for you. On a separate sheet of paper, write down the statement number and letter of your chosen answer. Methodology "Diagnostics of the motivational sphere" A. Mehrabian. The test consists of a series of statements regarding certain aspects of the character, as well as opinions and feelings about certain life situations. Use the following scale to rate your agreement or disagreement with each statement:

+ 3 - completely agree;

+2 - agree;

+ 1 - rather agree than disagree;

0 - neutral;

· -1 - rather disagree than agree;

· -2 - disagree;

· -3 - totally disagree.

Read the test statements and rate your agreement or disagreement. At the same time, on the answer sheet against the number of the statement, put a number that corresponds to the degree of your agreement. Give the answer that comes to your mind first. Don't waste time thinking.

Chapter 3. Resultdiagnostics data and their discussion

3.1 Psychodiagnostic conclusion about the characteristic features of the levelsjob satisfactionandmotivationlichin the diagnosed sample

One of the characteristic features of the sample is the average level of job satisfaction (x avg = 20.4; S = 4.85; M o = 17; M e = 21.5). The level of motivation aimed at avoiding failures was also revealed (x avg = 129.1; S = 24.57; Mo = 121.5; Me = 124). A person initially oriented towards failure shows self-doubt, anxiety and fear, does not believe in the possibility of achieving success, is afraid of criticism, does not feel pleasure in activities in which temporary failures are possible. See Appendix 1

The results of the questionnaire are integral satisfaction with work. Integral satisfaction with work activity (Yu. Bartashev). The relationship between motivation and job satisfaction

Motivation and job satisfaction as a psychological phenomenon, their internal relationship. Psychodiagnostic examination procedure, diagnostic results and their discussion. The presence of a relationship between the levels of job satisfaction and personal motivation.

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